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Human Resources Management Case Study

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1) Based on the information in this case, provide examples, for Siemens, of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors.
a) High technology products and services
-Siemens Company established more than hundred years. The high technology nature of Siemens’ business allow employee to learn on a continuing basis. The most important thing is Siemens provide employees extensive continuing education and management development. They are also training employees for jobs that are new to them. This will not only can motivate employee to learn more but also can enhance the image of the Company itself directly.
b) Team work management
-team work management is essential for a corporation to be successful. This is because employee productivity is likely to be enhanced through existence of unity in the marketplace. If everyone works as a team and noticed the vision and mission of the company are going to achieve, the managers and employees will have a easier time arriving at a consensus when important decision are made.
c) Expand products to global
-Siemens wants to expand their business to become globalization and wants have the competitive advantage as compared to other company so the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable asset. Siemens Human Resource understands their responsibilities which is placing right person in the right job.
d) Service customers well
-Siemens understand how the important of customers is, so Siemens Company doing the research frequently to create new product to maximize the customer needs. In every time transaction, they try to communicate and give good services to all customers in order to closer the relationship with customer.

Four required workforce competencies and behaviors: -Every

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...Training on Business results. International Journal of Human Resource Management, 14: 956-980. * Armstrong, M. and Baron, A. (1998) Performance Management: The New Realities. London: Institute of Personnel and Development. * Arthur, W. A., Jr.,Bennett, W., Jr., Edens, P. S., & Bell, S. T. 2003. Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88: 234-245. * Bartel, A. P. 1994. Productivity Gains from the Implementation of Employee Training Programs. Industrial Relations, 33: 411–425. * Beer, M., Spector, B., Lawrence, P. R., Mills, D.Q., Walton, R. E. (1984), A Conceptual View of HRM. in Managing Human Assets. Free Press, New York Chap.2 * Bernolak, I. (1997), Effective Measurement and Successful Elements of Company Productivity: The Basis of Competitiveness and World Prosperity, International Journal of Production Economics, 52, 1 - 2, pp. 203-213. * Bishop, J. 1991. On-the-job Training of New Hires, in Market Failure in Training? ed. David Stern and Jozef M. M. Ritzen, New York: Springer-Verlag, pp. 61–98. * Borman, WC (1991) Job Behavior, Performance, and Effectiveness, In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (2nd ed., Vol. 2, pp. 271-326), Palo Alto, CA, Consulting Psychologists Press * Brewster, C., & Bournois, E. 1991. Human Resource Management: a European Perspective". Personnel Review, 20(6): 4–14...

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